anusha project 001

8/10/2019 Anusha Project 001

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Chapter 1

Pharmaceutical Industry In India

The pharmaceutical industry in India today is one of the largest and most advanced and well

organized among the developing countries. This achievement is strengthened by an assurance with regard to

quality of the products. Over the last several years, policy inputs have been directed towards promoting the

growth of the industry and in helping it to achieve abroad base in term of the industry and in helping it to

achieve abroad base in term of the large range of the products and technologies needed to produce the from

as basic stage as possible.

The company was born of a vision founded in 19! by "r. #.$. %am #rasad %eddy. "%. &.

'ityananda %eddy and a small highly committed set of professionals. (urobindo #harma became a public

company in 199). It commenced its operations in 19*9 with a single unit manufacturing semi synthetic

penicillin +#s- at #ondichery. (urobindo #harma had gone for public issue in 199 by listing its shares in

various stoc/ e0changes in the country.

(t present, there are about 22 large and medium scale industrial companies includes 3

multinational companies +"'4s- and about 12,222 small scale enterprises in operation which form the core

of the pharmaceutical Industry in the country. These units produce varieties of formulations i.e., medicines

reading for consumption by patients and about bul/ drugs in chemicals having therapeutic value and

used for production of formulations. Today, India is in a position to fulfill the country5s ma6or requirement

of bul/ drugs and almost all the demands for formulations.

The production of 7rugs and #harmaceutical Industry in growing constantly. 8ust

before a decide from now in 199) * 9 the production of bul/ drug was with %s.l 1.

billion and formulations was at %s.!2 billion which has been estimated to grow at %s.!

billion for bul/ drugs production and %s.)31 billion for formulation production during the

year )22)* )22.

EVOLUTION OF PHARACEUTICAL IN!U"TR#

(s the evolution process has started leading to origin of new varieties of

living beings, this influenced 4(%:; 7(% #;4I;5 (s the process continued, the small living microscopic

organisms started modifying into larger organisms which can be viewed with

human eyes. Thus, the life process finally gave life in the following order.

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(quatic

(mphibian

Terrestrial

The terrestrial life, which is nothing but life on earth, had led to mammalian

life, which is nothing but human life. In the early stage of human life, man adopted

himself to the laws of nature, but through the ages he has strived in achieving a

measure of contraction in his environment. This led to struggling nature by

fighting against the drastic conditions to survive.

In the beginning, the law of nature of survival of fittest applied to man also.

7uring this struggle, new varieties of thoughts had developed and gained

/nowledge to find out remedial measures. In these measures, health factor to

survive is also an important factor, which can be e0plained in simple stanza

$HEALTHI" %EALTH$ as man gained /nowledge to survive with medicines of

herbal, for curing diseases manufacture of different types of medicines.

;0tracted from different areas has increased. This gives rise to various types

of treatment namely NATUROPATH#A#URVE!A& UNANI and others. (ll

these were e0tracts of plants and medical herbs, which are very effective. (t this

stage there was no industry to manufacture. >inally the PHARACEUTICALindustry

laid a stone in the 125s. There were developments with discoveries in the field of

science and progress in the field of microbiology, bio*chemistry and biotechnology

with this /nowledge few companies manufactured various types of medicines.

( uman %esource "anagement ystem +%", I%"-, uman %esource

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Information ystem +%I-, % Technology or also called HR m'dules, or simply

?#ayroll?, refers to the systems and processes at the intersection between +%"- and. It

merges %" as a discipline and in particular its basic % activities and processes with

the information technology field, whereas the programming of data processing systems

evolved into standardized routines and pac/ages of +;%#- software. On the whole, these

;%# systems have their origin on software that integrates information from different

applications into one universal database. The lin/age of its financial and human resource

modules through one database is the most important distinction to the individually and

proprietary developed predecessors, which ma/es this software application both rigid and

fle0ible.

The function of uman %esources departments is generally administrative and not

common to all organizations. Organizations may have formalized selection, evaluation,

and payroll processes. ;fficient and effective management as progressed to an

increasingly imperative and comple0 process. The % function consists of trac/ing

e0isting employee data which traditionally includes personal histories, s/ills, capabilities,

accomplishments and salary. To reduce the manual wor/load of these administrative

activities, organizations began to electronically automate many of these processes by

introducing specialized uman %esource "anagement ystems. % e0ecutives rely on

internal or e0ternal IT professionals to develop and maintain an integrated %". @efore

the architecture evolved in the late 192s, many % automation processes were relegated

to mainframe computers that could handle large amounts of data transactions. In

consequence of the low capital investment necessary to buy or program proprietary

software, these internally*developed %" were unlimited to organizations that

possessed a large amount of capital. The advent of, and oftware as a ervice or uman

%esource "anagement ystems enabled increasingly higher administrative control ofsuch systems. 4urrently uman %esource "anagement ystems encompassA

1. #ayroll

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B. #erformance %ecord

. ;mployee elf*ervice

The payr'll m'duleautomates the pay process by gathering data on employee time

and attendance, calculating various deductions and ta0es, and generating periodic pay

cheques and employee ta0 reports. 7ata is generally fed from the human resources and

time /eeping modules to calculate automatic deposit and manual cheque writing

capabilities. This module can encompass all employee*related transactions as well as

integrate with e0isting financial management systems.

The ('r) time gathers standardized time and wor/ related efforts. The most

advanced modules provide broad fle0ibility in data collection methods, labor distributioncapabilities and data analysis features was outdated. 4ost analysis and efficiency metrics

are the primary functions.

The *ene+its administrati'n m'dule provides a system for organizations to

administer and trac/ employee participation in benefits programs. These typically

encompass insurance, compensation, profit sharing and retirement.

The HR mana,ement m'duleis a component covering many other % aspects from

application to retirement. The system records basic demographic and address data,

selection, training and development, capabilities and s/ills management, compensation

planning records and other related activities. :eading edge systems provide the ability to

?read? applications and enter relevant data to applicable database fields, notify employers

and provide position management and position control not in use. uman resource

management function involves the recruitment, placement, evaluation, compensation and

development of the employees of an organization. Initially, businesses used computerbased information systems toA

produce pay chec/s and payroll reportsC

maintain personnel recordsC

#ursue.

Online recruitin, has become one of the primary methods employed by %

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departments to garner potential candidates for available positions within an organization.

systems typically encompassA

analyzing personnel usage within an organizationC

identifying potential applicantsC

recruiting through company*facing listingsC

recruiting through online recruiting sites or publications that mar/et to both

recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross*

posting within and across general or industry*specific 6ob boards and maintaining a

competitive e0posure of availabilities has given rise to the development of a dedicated, or

5(T5, module.

The trainin, m'duleprovides a system for organizations to administer and trac/

employee training and development efforts. The system, normally called a if a stand alone

product, allows % to trac/ education, qualifications and s/ills of the employees, as well

as outlining what training courses, boo/s, 47s, web based learning or materials are

available to develop which s/ills. 4ourses can then be offered in date specific sessions,

with delegates and training resources being mapped and managed within the same

system. ophisticated allow managers to approve training, budgets and calendars

alongside performance management and appraisal metrics.

The Empl'yee "el+-"er.ice m'duleallows employees to query % related data and

perform some % transactions over the system. ;mployees may query their attendance

record from the system without as/ing the information from % personnel. The module

also lets supervisors approve O.T. requests from their subordinates through the system

without overloading the tas/ on % department.

RECRUITENT AN! "ELECTION

%ecruitment and selection refers to the chain and sequence of activities pertaining

to recruitment and selection of employable candidates and 6ob see/ers for an organization.

;very enterprise, business, start*up and entrepreneurial firm has some well*defined

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employment and recruitment policies and hiring procedures. The % department of large

organizations, businesses, government offices and multilateral organizations are generally

vested with the responsibilities of employee recruitment and selection.

The %ecruitment and election #rocess is one of the basic % #rocesses.

%ecruitment and election is very sensitive as many managers have a need to hire a new

employee and this process is always under a strict monitoring from their side. The

%ecruitment and election#rocess must be simple and must be robust enough to operate

e0cellently in the moment of the insufficient number of candidates on the 6ob mar/et and

the process must be also able to process a large number of candidates within given time

limit.

The clearly defined %ecruitment and election #rocess is a /ey to the success of any

uman %esources 7epartment.

Critical steps in Recruitment and "electi'n Pr'cess

The %ecruitment and election #rocess has several critical points. The%ecruitment and election #rocess is very sensible to the changes in the internal

organization of the company and to the changes on the e0ternal 6ob mar/et.

The whole %ecruitment and election #rocess must meet several criteriaA

1. The process must be easy to understand for the target audience of the %ecruitment

and election #rocess. The process is not created for employees of %"C the

process is developed mainly for the managers in the organization. The managers

are the most important clients of the %ecruitment and election #rocess,

). %" has to follow the standard defined in the %ecruitment and election #rocess.

%" cannot afford to draw the nice process maps and document flows in the

organization and not to follow them.


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. %" must be able to get a buy*in from the managers in the organization to use

standards defined and to /eep the process consistent. >or e0ample the graph

illustrates one of the most common mista/es in the %ecruitment and election

#rocess. The %" starts to fill the vacancy without a clear agreement about the

profile and 6ob content of the vacancy to be filled. This mista/e ta/es a long time

to correct and the whole cycle time of the recruitment gets too long and produces

confusion among all the participants in the process.

';;7 >O% T; TD7E

1 uman resource is playing ma6or role in the @#$ industry. It is very important

to select right person for the right 6ob at the right time, which can perform the 6obsuccessfully with high standards.1

) #eople with friendly and outgoing personality, self discipline are mainly needed

for this type of industry because a customer sees a company through its

employees.

The employees are mainly in contact with the customer depending upon the 6obs

they are performing.

3 %ecruitment and selection has been regarded as the most important function of

personal administration, because unless the right people are hired, even the best

plans of the organizations and control system would not do much good to the

organization.

uman resources are the assets to the organization. (ny organization will get its

recognition through its employeeFs performance, s/ills, innovativeness and their

professional /nowledge.

! ence we can say selection and recruitment plays ma6or role in the organization.

@ecause right people should be selected for the right 6ob and at the right time. ItFs

the responsibility of the organization to hire that right personnel to increase their

productivity and overall performance of the organization.

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Thus, the study is conducted in @#$. To /now about their

recruitment and selection process and what are the internal and e0ternal

sources they are opting for recruitment.

O/0ECTIVE" OF THE "TU!#

1. To /now about the various recruitment sources of (urobindo, $isa/hapatnam.

) To /now about the selection process.

To /now about the various tests conducted at the time of interview.3 To /now about the various recruitment techniques which are used to motivate the

candidates.

!ata c'llecti'n

The data +'r the present study is c'llected +r'm primary and sec'ndary s'urces

1 Primary "'urces2

7ata is collected by personal discussions with senior officer*management

development and training manager and also contacts with various staff members of the

personnel department.

3 "ec'ndary "'urces2

The information regarding the study is also collected from various reports and

6ournals of (urobindo and also from various te0tboo/s.

LIITATION" OF THE "TU!#

1 (s the managers of the organisation are busy with their wor/ schedule it was

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difficult to collect detailed data.

) Time was the ma6or constraint as the mentioned period was not enough to collect

the data in detail.

urvey was done only with the sample size of 122 as the employees of the

company wor/ in shifts and as they are busy with their schedule.

Chapter 3

COPAN# PROFILE

A/OUT AURO/IN!O PHARA LT!

(urobindo #harma :td, head quarter is at yderabad. In India it manufactures generic

pharmaceuticals and active pharmaceutical ingredients. The company has received

approvals for several facilities from leading regulatory agencies li/e D >7(, D&

"%(,


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4$, 4', gastroenterological, and (nti*(llergies- around ! (#Is in the non*antibiotics

and (#I s in the antibiotic segment. The company is mar/eting these products

globally, in over 122 countries.

ACTIVE PHARACEUTICAL" INT4RE!IANT"2-

H (#Is contribute a ma6or portion of the company5s business. The product portfolio

is wide and caters to different therapeutic segments.

H (urobindo #harma is a ma6or player in segments li/e #s, cephalosporinFs,

antiviral and certain life style disease drug.

H The company has grown rapidly by resolving comple0 chemistry generation drugs

in every category. Over a period, it has reduced its dependence on any single category .

H The company has retained its leadership in #s, but has reduced its dependence

on this segment to one*third of its business. terile cephalosporin5s


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RE4ULATOR# AFFAIR"2-

The company has attracted competent regulatory staff from the industry, and formed a

good team i.e. developing non*infringing process submitting 7rug*"aster files. The focus

of the 4ompany will be development of non*infringing processes, comple0 synthesis,

filing of 7">s G ('7(s for generic products. The company will position it self to

compete in the premium mar/ets.

R5! INITIATIVE"2-

The company will continue to build a significant presence in the area of /nowledge

intensive initiatives. The company is also committed to technology driven scientific

research. In support of this agenda, (urobindo #harma has set up a sophisticated %7

center with significant capital e0penditure, housed in a building admeasuring 1,22,222

q.ft. The center equipped with the latest instrumentations facilities and over a hundred

scientists are striving for development of value added products through non infringing

processes.

The research center is carrying out medicinal chemistry, organic synthesis, analytical

research, pharmacology and novel drug delivery programmer. The planned benefits

include.

H ;0pansion of the intermediates bas/et,

H Introduction of a number of specialties that will add to the therapeutic group franchise in

the high growth therapeutic categoriesC

H 7evelopment of non*infringing processesC and

H Introduction of newer molecules in generic (#I and formulations.

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/RIEF HI"TOT# OF AURO/IN!O PHARA

4ENI"I" 5 4RO%TH2

The company was born of a vision founded in 19! by "r. #.$. %am #rasad %eddy. "%.

&. 'ityananda %eddy and a small highly committed set of professionals. (urobindo

#harma became a public company in 199). It commenced its operations in 19*9 with

a single unit manufacturing semi synthetic penicillin +#s- at #ondichery. (urobindo

#harma had gone for public issue in 199 by listing its shares in various stoc/ e0changes

in the country. The company is the mar/et leader in the semi synthetic penicillin +#s-

drugs. It has a presence in the /ey therapeutic segments li/e #s, 4ephalosporinFs,

antiviral, 4', 4ardio*$ascular etc., over the years the company has evolved into the

/nowledge driven company. It is %7 focused has a multi product portfolio with multi

country manufacturing facilities and is becoming a mar/eting conglomerated across the

world.

(urobindo #harma created a name for itself in manufacturing of bul/ activities. (fter

ensuring a firm foundation of cost effective production capabilities and a clutch of loyal

customers, the company entered the high margin specialty generic formulations segment

with a global mar/eting networ/. The formulation business is systematically organized

with a divisional structured and focused team for each /ey international mar/et.

(urobindo believes in gaining volume and mar/et shares for every business segment it

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enters. The 4ompany holds two products approvals from D >7( for mar/eting in the

D( and loo/s forward for more to come in the near future.

The company has accelerated the 7">G('7( filling program in its effort to build a

broad product portfolio for the regulated "ar/ets cumulatively the company has filed a

total ) 7">s +7rug master files- of which )) with D >7( and 1 in ;urope (pprovals

from D>7( have been received for ) products. 1) more applications have been filed

with ;7J" and approvals for products have been received.

1 (bbreviated 'ew 7rug (pplications +('7(- have been filed of which 11 are with the

D>7( and 3 in ;uropean Dnion (pprovals for mar/eting have been received for three

products from the D>7(.

The company has adopted cost efficient "anufacturing processes and has continuously

widened the product portfolio. Older drugs have been replaced and new

introductions made to meet the needs of society. These is a constant up gradation in

product list the company applies a premium to remaining contemporary. The company

has identified international operations as a ma6or engine of growth and has hence

e0panded its global networ/ of mar/eting and manufacturing operations 6oint

venturesGsubsidiaries in 4hina, @razil and D(, will further e0pand its international

franchise.

(ll the /ey indicators of the company confirm the scorching pace of growth. >or instance,

the turnover of (urobindo #harma has grown by 2K over the last ! years +)222 to

)22!-. 'et #rofit grew by a healthy B2K in the same year. Over a period (urobindo

#harma has become a /nowledge company with strong intellectual property. It is now

positioned to ride the challenges with strengthened fundamentals.

(urobindo #harma :td., has Ten manufacturing Dnits in and around (ndhra #radesh and

Tamilnadu. Dnit LI #ydibimavaram dedicated to manufacture the following products.

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H (mo0icillin

H (mpicillin

H 4lo0acillin

H B(74(

H T(44(and

H :atest I$ product

H %elated intermediates

(urobindo #harma :td., strongly supports the manufacturing process at its "anufacturing

units to discover develop sterile. (#I and #harmaceutical drug products of the highest

quality.

TOTAL UNIT" OF AURO/IN!O PHARA LT!

4orporate Office (ddress

%egistered 4orporate Office

(meerpet, yderabad.

%esearch 4enter

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@achupally $illage, %.%.7ist,

(ndhra #radesh.

D'IT*1 D'IT*II D'IT*IL

@orapatla $illage @ottaram =undlamachunoor $illage,

"eda/ 7istrict, eda/ 7istrict, "eda/ 7istrict,

(ndhra #radesh. (ndhra #radesh. (ndhra #radesh.

D'IT*III 'IT*I$ D'IT*L

@achupally $illage, #ashamylaram &udi/a $illage,

%.%.7istrict eda/ 7istrict, 4uddalore,

(ndhra #radesh (ndhra #radesh. Tamilnadu.

D'IT*$ D'IT*$I D'IT*LI

4hemical Mone, 4hit/ul $illage, #ydibhimavaram,

#ashamylaram, "eda/ 7istrict, ri/a/ulam 7istrict,

"eda/ 7istrict, (ndhra #radesh. (ndhra #radesh.

(ndhra #radesh.

D'IT* $II D'IT* $III D'IT*LII

=addapothar5am $illage, addapothara$illag @achupally $illage,

"eda/ 7istrict, "eda/ 7istrict, %.%.7istrict,

(ndhra #radesh. (ndhra #radesh. (ndhra #radesh.

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!escripti'n '+ HR !epartment2

The =eneral "anager is the ead of the Dnit, under him 7eputy =eneral "anager who

loo/s after the administration. Dnder 7eputy =eneral "anager, the "anager +uman

%esource 7evelopment-, who assist the (ssistant "anager +uman %esource

7evelopment-.

Dnder the (ssistant "anager, there are four e0ecutives. ;0ecutive I will see the regularity

wor/s, ;0ecutive II will see the employee related 6ob, ;0ecutive III will loo/ the

transactions "aintenance of contract wor/men Transportation, ;0ecutive I$ will

maintain the records in IO certificate Training 4o*ordination. ;ach e0ecutive will

assist to ) (ssistants in the Dnit.

Functi'ns 5 Resp'nsi*ilities '+ HR !epartment

ANA4ER2

H =uiding the follow up with all e0ecutives for completing the 6obs in time

properly.

H "a/ing correspondence listening to =overnment, 7epartment i.e. 7I4,

factories, %evenue, #olice, >ire, =round


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H 4onducting inquiries to theft matters as well as misconducts of employees,

contractors and their wor/men.

H "onitoring and guiding the security system and transportation arrangements.

H ;nsuring the renewals of statutory documents from time to time of all contractors.

H :istening employee grievances and redressing them.

H "aintaining public relations with all the leaders in surrounding villages

organizing the welfare activities in the village other places.

H Initiating action on delinquent employees and contractors.

H 4ounseling and clarifying the employees doubts in regard the


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(fter selection appointment order will be sent to selected candidates and intimates

the date of reporting.

The complete process of %ecruitment, selection #lacement will loo/ after by

respective departmental eads and % 7epartment to some e0tent.

Trainin,2-

;mployee Training A*

To lay down a procedure to provide training to all levels of employees.

The In charge * uman %esource, shall advise all functional heads to release their

training calendar before one month of commencing the training calendar.

On receipt of the training calendar, he co*ordinate with functional heads to

conduct training as per the scheduled dates.

The In charge *uman %esource also deputes one employee from uman

%esource 7epartment to attend the training programs to provide necessary assistance to

conduct training programs.

The employee who attended the training program on behalf of uman %esource

7epartment should fill the Training records of the employees attended to the #rograms

and the functional heads shall maintain the training format evaluation records.

VI"ION

$ision of an organization has a long term orientation and is derived from organizational

philosophy. $ision represents the challenging portrait of what the organizational its

members can be in the future, If the vision is established persistent and enthusiastic

communication of it through out the organization is required.

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The vision of the ?(D%O@I'7O #(%"( :T7? ?To be a leader in our operations in

India and to be a significant global player by )22!(7.?

Our aim, to be a global player will lead to the establishment of operations in /ey

mar/ets of the world, including the developed countries.


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or". c ***** 3,222

@. c ***** ,222

2


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>or the 4ontract +#%O$I7;'T >D'7-

4anteen

#rovisional Ta0

These deductions are not applicable to contract wor/men.

>or Increment, basing on their performance once in a year.

)2K @onus for the employees.

(part these they are providing free transport facility for all the wor/ers from

$isa/hapatnam $izianagaram and they are providing medical facility in :azarus

ospital,


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4ollective @argainingA*

If unions are not there, then there is no question of collective @argaining.

Industrial 7isputesA*

The environment of the (urobindo #harma :td., is very good, the relation between the

management


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manufacturer in (sia, (urobindo #harma has commercialized over 122 (#Is. "an moth

capabilities, over B22K growth in the last si0 years and uncompromising product quality

underline the core competence of the company. Total Juality "anagement +TJ"- is the

very essence of (urobindo #harma. ;very detail is sub6ected to scrutiny*be it 4 ="#

4ompliance, validation, stability studies documentation, safety, health or environmental

issues. This stead fast adherence to TJ" has been highly rewarding and ensures that all

products are truly world class.

The Chan,in, Varia*les2-

The company has cost and quality leadership in various segments li/e #s,

4ephalosporin5s, antiviral, anti infective, anti ulcer ants, antipsychotic and cardio*

vascular. (s a normal practice, the company underta/es cost efficiency measures for

maintaining its cost quality leadership by constantly reviewing its process to increase the

yields process efficiencies , recoveries etc.

Pr'duct In+'rmati'n2-

4' %ange

(nti*7epressants

H (nti*convulsants

H ypnotics and (nti psychotics

H (nti*@iotics and (nti @acterial

H 4ephalosporins

(ntibiotics (nti @acterial

H 4ephalosporins


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4ardio $asculars

H (nti*ypertensive

H @eta @loc/ers

H Thiazide 7iuretic

H (nti*Thrombotic

H tatins

H #encillins

H (nti*7iabetics

H (nti*Dlcerants

Others

H (nti*%etrovirals

H (nti*>ungals

H (nti*$irals

H "acrolides

H Juinolones

H (nti*>fistamines

H (nti*4holinergic

H (nti*Osteoporosis

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/U"INE"" PROFILE

(urobindo #harma is a fast trac/ integrated pharmaceuticals company head quartered in

yderabad, India, producing and mar/eting some of the most quality conscious (ctive

#harmaceutical Ingredients +bul/ actives- intermediates and specialty generic

formulations. In ran/s among the top pharmaceuticals in India and is a multi product,

multi technology, transactional company. Today the company5s products are serving

consumers in India and over 122 other countries.

AURO/IN!O PHARA IN AN R5! !RIVEN2

4hemistry business house with a very broad product portfolio. The company has a

presence in fast growing life style disease drugs, anti infective drugs and /ey specialty

therapeutics.

The company is a /nown leader in the semi synthetic penciling and cephalosporinFs.

Indeed, (urobindo see/s to attain significant mar/et presence in every area of its

business. (fter creating a name for it in producing (#Is and intermediates, (urobindo

#harma sees ma6or growth in its specialty generic formulations business.

(urobindo #harma values its contribution to its customers and the medical profession.

The company has accordingly planned its strategies growth, proactively responded to the

changing requirements of the medical profession, and enabled its core customers to meet

their mar/et needs.

The company sees its potential both in regulated and other global mar/ets. In regulated

mar/ets, (urobindo #harma visualizes profits aided by the thrust in building in tell actual

property. In the large growth segments of other global mar/ets, the company will succeed

by virtue of its cost efficient production.


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$olumes have been ensured by e0panding capacities in the remunerative demand pull

segments. In turn, this has provided economics of scale. (urobindo #harma ta/es care to

remain a quality conscious cost efficient producer.

RECRUITENT AN! "ELECTION

RECRUITENT2

It is the primary duty of the uman %esource 7epartment to procure and maintain

an adequate qualified wor/ing force of carious personnel necessary for maintaining the

organization. It is a very important function even for the establishment and development

of the business. #rocurement of efficient personnel leads the organization to success li/e

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other elements as money, materials and mar/ets.

!EFINITION" OF RECRUITENT2

%ecruitment is the process of identifying the sources for prospective candidates

and to stimulate them to apply for the 6obs.

?%ecruitment is the development and maintenance of adequate manpower resources. It

involves the creation of a pool of available labor upon which the organization can depend

upon if it needs additional employees?.

"OURCE OF RECRUITENT2

The source of recruitment may be grouped in to twoA

(- Internal ources

@- ;0ternal ources

Internal "'urces2

The internal sources include personnel already on the payroll of the organization.


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temporary or permanent depending on the necessity of filling the 6obs.

Retrenched Empl'yeesA If a particular organization retrench the employees due

to lay*off, the organization has got the statutory obligation under organizational

requirements.

E6ternal "'urces2

1Campus Recruitment2

4ompanies realize that campus recruitment is one Institution. "any big organizations

maintain close contacts with ;ducational Institution for recruitment to various 6obs.

3Ad.ertisin,2

(dvertising in newspapers and periodicals is one of the most important methods of

recruitment. The company needing manpower advertises details about the 6ob,

requirements, salary prerequisites, duties and candidates from which to choose.

7Empl'yment A,encies2

The is =overnment as well as private employment agencies providing a nation*wide or

area*wise service in matching personnel demand and supply. In some cases, law requires

compulsory 'otification of $acancies to the ;mployment ;0change. ;mployment

see/ers get themselves registered with these e0changes. These e0changes bring the 6ob

givers in contact with 6ob see/ers.

84ate Hirin,2

In a country li/e ours, where there are a large number of unemployed people, it is usual

to find 6ob see/ers thronging the factory gates.


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people who are available at the gate are recruited in necessary number.

9La*'r Uni'ns2

In many organizations labor unions are regarded as a source from which to recruit

manpower. This facility increasing the sense of co*operation and in developing better

industrial relations. dwever this source of labor supply is not reliable since sometimes

labor unions support a candidate who is not fit for the 6ob and is not acceptable to

management. This will be a hindrance to the organization.

:%aitin, Lists2

"any organizations prepare waiting lists of candidates who have gone through the

recruitment process but who have not been employed for the time being.


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1>!ata /an)in,2

The management can collect the bio*data of the candidates from the different sources li/e

;mployment ;0change, ;ducational Training Institutes etc and feed them in the

computer. It will become another source and the company gets the particulars as and

when it needs to recruit.

11 !eputati'n2

"any organizations ta/e people on deputation from other organization such people are

given choice either to return to their original organization after a certain time or to opt for

the present organization.

Pre-re?uisites '+ a 4''d Recruitment P'licy2

(ll organizations, big or small recruit people but only some of them have a consciously

wor/ed out recruitment and selection policy. ( recruitment policy will avoid hasty or ill*

considered decisions. ence there is a need of pre*planned recruitment policy.

The principal elements '+ a s'und recruitment p'licy are as +'ll'(s2

1. It should be in conformity with its general personnel policies if any or

organizations ob6ectives.

). It should be fle0ible enough to meet the changing needs of an organization.

. It should be so designed as to ensure employment opportunities for its employees

on a long*term basis so that the goals of the organization should be achievable and

it should develop the potential of its employees.

3. It should match the qualities of employees with the requirements of the wor/ for

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which they are employed.

. It should highlight the necessity of establishing 6ob analysis.

!. It should assure employees of fairness in all employment relationships including

promotions and transfers.

O/0ECTIVE" OF RECRUITENT2

1. To attract people with multi dimensional s/ills and e0perience that suits the

present and future organizational strategies.

). To infuse fresh blood at all levels of the organization.

. To induct outsiders with a new perspective to lead the company.

3. To develop an organizational culture that attracts competent people to the

company.

. To search or head hunt people whose s/ills fit the company5s values, strategies etc.

!. To devise methodologies for assessing psychological traits.

B. To see/ out non*conventional development grounds of talent.

. To search for talent globally not within the company.

9. To anticipate and find people for positions that does not e0ist yet.

PROCE"" OF RECRUITENT AN! "ELECTION IN 2

1 #ersonnel department receives requisitions for recruitment from any department

and details about position, number, duties, qualifications etc.

3 :ocating and developing the sources of required number and type of employees.

Identifying the prospective employees.

7 7eveloping techniques to attract the desired candidates.

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8 timulate as many candidates as possible to apply for 6obs.

9 ;valuating the effectiveness of recruitment.

Recruitment Pr'cess

TECHNI@UE" OF RECRUITENT2

These are the means or media by which management contracts prospective employees or

provides necessary information or e0changes ideas of stimulates them to apply for 6obs.

"anagement uses different types of techniques to stimulate the internal as well as

e0ternal candidates. They areA

Pr'm'ti'ns2

9)

#ersonel department receivesrequisitions for recruitment from any

department

:ocating and developing the sourcesof required number and type of

employees. Identifying theprospective employees.

7eveloping techniques to attract thedesired candidates.

timulate as many candidates aspossible to apply for 6obs

;valuating the effectiveness of

recruitment


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"ost of the internal candidates would be stimulates to ta/e up higher

responsibilities and e0press their willingness to be engaged in the higher*level hobs if

management gives them the assurance that they will be promoted to the ne0t higher

levels.

Trans+ers2

;mployees will be stimulated to wor/ in the new sections or places if management

wishes to transfer them to the places of their choice.

Ad.ertisin,2

It is widely accepted technique of recruitment. It provides the necessary information

to the candidates about the 6ob and stimulating them to apply for the 6ob. It includes

media li/e newspapers, "agazines of all /inds, radio, television etc

%AL-IN2

The busy organizations and the rapid changing companies do not find time to

perform various functions of recruitment.

CON"ULT-IN2

The busy and dynamic companies encourage the potential 6ob see/ers to approach

them personally and consult them regarding the 6obs. The companies select the suitable

candidates through selection process.

HEA!HUNTIN42

The company5s request the professional organizations to search for the best

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candidates particularly for the senior e0ecutive positions. The professional organizations

search for suitable candidates and advise the companies regarding the filling up the

positions.

Tele-Recruitment2

The technological revolution in telecommunication helped the organizations to use

internet as a source of recruitment. Organizations advertise the 6ob vacancies through the


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: COPETITOR"

The recruitment policies of the competitors also affectt recruitment function of the

organizations. To face the competition, many a times the organizations have to change

their recruitment policies according to the policies being followed by the competitors

"ELECTION2

(fter identifying the sources of human resources, the management has to perform

the function of selection the right employees at right time. The ob6ective of the selection

decision is to choose the individual who can most successfully perform the 6ob from the

pool of qualified candidates.

election means a process by which the qualified personnel can be chosen from

the applicants who have offered their services to the organization for employment. This

selection process divides the candidates for employment in to two classes those who will

be offered employment and those who will be re6ected. Thus selection process is a

negative function because it attempts to eliminate applicants leaving only the best to be

placed in the organization.

"ELECTION PROCE""2

The success of an organization significantly depends on the quality of personnel, which in

turn depends on the effectiveness of selection process. $arious steps of selection process

may be described asA

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1. (pplication @lan/

). #reliminary Interview

. creening (pplication >orm

3. ;mployment Test

. Interviewing

!. "edical e0amination

B. %eference 4hec/s

. election 7ecisions

9. ;mployment

lBApplicati'n /lan)2

The application is the stalling point of selection process. (pplication forms

are used as the data, which can be a part of the suitability of the candidates.

(pplication blan/ contains written record of the following information.

aB Identi+yin, in+'rmati'nA

uch as family bac/ground, date and place of birth, age, se0, height, citizen,

marital status etc.

*B In+'rmati'n re,ardin, Educati'n2

It includes information regarding his academic career, sub6ects in school, degree

level, grades, divisions or place awarded, technical qualification etc.

cB In+'rmati'n re,ardin, E6perience2

This gives the details of past 6obs such as nature of wor/, 6ob responsibilities,

periods involved, designations, salaries with allowances, reasons for leaving the

present assignment etc.

dB E6pected salaries and all'(ances and 'ther +rin,e *ene+its

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eB In+'rmati'n re,ardin, c'mmunity acti.ities2

This consists of details regarding e0tracurricular activities, hobbies, positions.

1B Preliminary Inter.ie(2

#reliminary or initial interview is often held in case of ?at the gate? candidates.

This interview is usually of a short duration and is aimed at obtaining certain basic

information. If the candidate seems to possess the basic minimum required for

efficient 6ob performance, he is given an application form for being filled out by

him.

3B "creenin, Applicati'n F'rms2

Information on application forms is used for selection purposes. The detailed

information is sought from the prospective employees and such information is

used to screen the applicants who are found to be qualified for consideration of

employment. @ased on screening only those candidates are called for further

process of selection.

7B Empl'yment Tests2

(n employment or selection test is an instrument designed to measure selected

qualities and abilities of a prospective incumbent. uch tests provide a sample

behavior that is used to draw inferences about the future behavior or performance of

an individual. The various tests that are used as selection tools areA

aB Intelli,ence Tests2

These are the measures of individual5s capacity for reasoning, verbal,

comprehension, numbers, vocabulary, word fluency etc,

uch tests aim ot measure intelligence I.e, mental ability and alertness in ma/ing

decisions. They are used to eliminate the candidates who are insufficiently

9B


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intelligent.

*B Aptitude Tests2

(re a measure of the individuals capacity to learn a 6ob if he is given adequate

training. They are used to determine the ability of the candidates for effective 6ob

performance after the completion of training period.

cB Achie.ement tests2

(re used to ascertain whether the individual actually /nows what he claims to

/now. These are designed to measure /nowledge or s/ill in a specific 6ob or trade

such as mechanist, carpenter, plumber etc.

>or e.g.C ( typing test may measure the typing performance of a typist in terms of

speed, accuracy and efficiency.

dB Interest Tests2

(re used to predict whether a candidate is interested in a particular 6ob or not and

will help to identity the /ind of 6obs that satisfy him. It is assumed that a person

who is interested in 6ob can do much better than the person who is not interested.

=enerally these tests measure interest in outdoor, mechanical, computational,

scientific, artistic, musical, clerical etc.

eB Pers'nality tests2

(re designed to measure such personality characteristics as emotional stability,

tolerance for conflict, capacity to get along with others, patience etc. These are used to

pro6ect the personality of an individual who may be employed by the organization.

8B Inter.ie(in,2

It is the most widely used selection technique by all the /inds of organizations. It is

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relied upon to a great e0tent in accepting or re6ection a candidate. Interview is a

selection technique, which enables the employer to view the total individual and

directly appraise him and his behavior. ere the interviewer communicates with the

interviewee, responds to his answers, as/s questions and got an opinion about the

interviewee. =enerally the interviews may be classified asA

aB !irect Inter.ie(2

This is a straightforward, face*to*face question and answer situation. Juestions are

based on 6ob duties and other facets, including a probe of the candidate5s bac/ground

information. It measure 6ob /nowledge and also the personal characteristics, attitude

and motivation.

*B N'n-directi.e inter.ie(2

This is designed to let the interviewee spea/ his mind freely and interviewer plays a

listening role. The idea is to give the candidate complete freedom to tell himself

without any encumbrance of the interviewers questions.

cB Patterned Inter.ie(2

This is planned to a higher degree of accuracy, precision and e0actitude. ( list of

question and areas is carefully prepared. The interview gpes down a list of questions

as/ing them one after another.

dB F'rmal Inter.ie(2

This is held in a more formal atmosphere in the employment office, by the

employment officer with the help of a well*structured questionnaire. The time and

place of the interview are stipulated by the employment office.

eB In+'rmati'n Inter.ie(2

This may ta/e place anywhere. The employer or a manager in the personnel

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department may as/ a few questions li/e name, place of birth, previous e0perience

etc. It is not planned.

+B "tress Inter.ie(2

This interview aims at testing the candidate5s 6ob behavior and level of withstanding

during the period of stress and strain. Interviewer tests the candidate by putting him

under stress by interrupting the applicant from answering, criticizing his opinions,

as/ing questions pertaining to unrelated areas etc.

,B 4r'up !iscussi'n Inter.ie(2

ere one topic is given to a group of candidates who assemble in one room and they

are as/ed to discuss the topic in detail. This type of interview helps the interviewer to

assess certain s/ills li/e initiativeness, dynamisms, inter*personal s/ills, presentation

etc.

hB Panel Inter.ie(2

"any organizations invite a panel of e0perts who are specialized in different

areaGfieldsGdisciplines to interview the candidates. o the panel interviews the

candidates, 6udges their performance individually and prepares a consolidated

6udgment based on each e0pert5s 6udgment and weightatge of each factor.

iB !epth-Inter.ie(2

ere the candidates would be e0amined e0tensively in core areas of /nowledge and

s/ills of the 6ob. ;0perts in particular field e0amine the candidates by as/ing them to

e0plain even minute operation of 6ob performance.

9B edical E6aminati'n2

4ertain 6obs require certain physical qualities li/e clear vision, perfect hearing,

stamina, tolerance of hard wor/ing conditions, clear tone etc, "edical e0amination

reveals whether or not a candidate possesses these qualities.

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:B Re+erence Chec)s2

(fter completion of final interview and medical e0amination, the personnel

department will engage in chec/ing references. 4andidates are required to give the

names of reference in their application forms. These references may be from the most

familiar persons i.e., the previous employer, co*wor/ers etc, ( good reference chec/

will fetch useful and reliable information to organization.

;B "electi'n !ecisi'ns2

The managers concerned have to ma/e the final decision whether to select or re6ect a

candidate. The manager has to ta/e much care in ta/ing the final decision.


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candidates.

3B Reduces the c'st '+ trainin,2

#roper selection of candidates reduces the cost of training because qualified

personnel have better grasping power. They may understand the technique of the

wor/ better in less time.

7B "'luti'n t' pers'nnel pr'*lems2

#roper selection of individualsG personnel reduces personnel problems in the

organization such as labor turnover, absenteeism and monotony etc.

RECRUITENT PROCE"" IN AUR/IN!O PHARACEUTICAL

%ight man at right place and at right time is the guiding path for setting up for

selection and recruitment procedure in any organization. The labor investigation

committee rightly observed that recruitment is the first step in employment of labor

and naturally the methods in the organization by means of which labor is brought into

the industry have a lot to do with the ultimate success of such employment. If proper

care is ta/en in the recruitment of labor force, the employers, the wor/ers and the

community at large are bound to benefit to a great e0tent.

%ecruitment policies and practices of different organizations are varied and

diverse. Organizations have to be fully aware of mandatory necessity of tapping the

right sources for ensuring that the best available talents are selected and inducted into

the organizations. The selection process and techniques of a large number of

organizations are inadequate of faulty resulting in poor outputs and ineffective

functioning. This is especially true to the public sector underta/ings where the inta/es

are substandard a necessitating recurring e0penditure on training subsequent to their

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selection and induction into the organization.

O/0ECTIVE" OF RECRUITENT2

1. To assess and plan the manpower requirements and the budget requirements of the

requisite human resources with required qualifications, s/ills, aptitude, merit and

suitability in accordance with the organizational requirements.

). To ensure that the company attract and retain the best of personnel available in its

various areas of functioning.

. To focus on the placements of employees in 6obs to which they are best fitted

physically, mentally and temperamentally, where they have strong e0pectations of

being well ad6usted to their wor/ and to the wor/ing environment.

3. To help the company to fulfill the socio*economic commitment of the

=overnment in respect of wea/er and minority sections +4GTG@4 etc- of the

society.

. To systematically build a model worth emulation by other enterprises both on

public and private sector.

RULE" OF RECRUITENT2

PROCE!URE FOR RECRUITENT2

1.


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India circulation +viz., The indu, Indian ;0press, ;mployment 'ews etc- as well

as important regional dailies such advertisement contain particulars regarding

1. 'ame of the post and number of posts.

). #ay scale of the post with admissible allowances and higher start in case of

candidates with e0ceptional qualificationGe0perience.

). 'ature of vacancy whether permanent or temporary.

. Jualification* ;ducation, Technical required.

3. ;0perience required or preferred.

. "inimum or ma0imum age limits.

. %eservation of posts for 4, T, O@4 etc and concessionsGrela0ation given to

candidates as per rules.

!. (dmissibility of traveling allowance for attending to testGinterview.

12. Terms of appointment and nature of selection i.e., written test or interview etc.

11. "ode of applying for the post, application fee, if any to be paid and other

information to be furnished by the candidates. (ll advertisements are routed

through the 7irector, $isual publicity, =overnment of India.

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(bsorbing the trained ITI apprentices who have successfully completed their training

under the (pprenticeship (ct and passed the 'ational (pprentice 4ertificate

;0amination will normally ma/e the recruitment in the semi s/illed group.

In the officers cadre induction is normally made at grades by recruitment of management

trainees in the respective discipline that after successfully completion of training in

accordance with the relevant training schemes of the company and absorbed as regular

officers. 7irect recruitment to these grades is also made in case where such training is not

envisaged.

The vacancies occurring will be considered as one group and will be filled up in the

ration of A1 between promotion and direct recruitment. BK of such vacancies

+promotion quota- will be operated by direct induction at any level at the discretion of the

management as per the wor/ requirements.

The posts in the grades will be normally filled from amongst internal candidates unless

otherwise decided by the competent authority. The post in the grades of ead of the

7epartment and above will be filled in by open advertisement on all India @asis that is

4omposite "ethod, merit and qualifications being the principal criteria. >or higher

technical posts the best qualified persons are to be recruited either through advertisement

on (ll India @asis or by personnel contact.

RECRUITENT 5 "ELECTION PROCE"" IN AURO/IN!O

!ATA ANAL#"I" 5 INTERPREATATION2

uman %esources are the most strategic resources in any organization. 'o other

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resources can be fully unutilized to generate income and wealth to any organization or

nation without the active involvement of the human resource. ence, human factors

considered for determining the efficiency and effectiveness of the organization.


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"lN' Opti'ns N''+ resp'ndents Percenta,e

1. $ery true 32 32

). "ostly true 2 2

. #artly true 12 12

3. 'ot true 2 2

Total 122 122

Interpretati'n2

>rom the above analysis, recruitment process according to 6ob analysis and manpower

planning is ta/en into consideration, 32K of the respondents e0pressed their view as very

true, 2K as mostly true, and remaining 12K respondents feels it is partly true and there

is no respondent who feels that (D%@I'7O #(%"(4;DIT4(: is not following the

recruitment process according to their manpower planning.

).(D%@I'7O #(%"(4;DIT4(: has been adopting direct recruitment method

12B


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"lN'

Opti'ns N''+ resp'ndents Percenta,e

1. $ery true

). "ostly true )B )B

. #artly true 1B 1B

3. 'ot true

Total 122 122

Interpretati'n2

"a6ority of the respondents revealed that the management followed the direct

recruitment method and only few thin/s that indirect recruitment is being followed by the

company K of respondents e0pressed their view as very true, )BK as most true, 1B

as partly true and K feels it is not true.

.'umber of women wor/ing is less in the organization

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1. $ery true


. #artly true )2 )2

3. 'ot true 2 2

Total 122 122

Interpretati'n2

ere K of the employees reveal it as very true, )BK as mostly true, and remaining

)2K as partly true. (ll the respondents in the (D%@I'7O #%"(4;DITI4(:

revealed that number of wor/ing women is very less in the organization. >rom the above

analysis we can perceive that women employees are very rare because it is difficult for a

women to carry a wor/ in a place li/e (D%O@'7O #(%"(4;DTI4(: because it

leads to lot of health problem s especially for women.

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3.Is company recruiting the employees with any reference


1. $ery true 32 32

). "ostly true ! !

. #artly true 1! 1!

3. 'ot true ! !

Total 122 122

Interpretati'n2

"a6ority of the employees revealed that the (D%@I'7O #(%("(4;DITI4(: is

selecting the employees basing on references. 32K of respondents said it is very true,

!K as mostly true, 1!K as partly true and only !K of employees say that it is not true.

The above data provides the idea that (D%@I'7O #(%("(4;D8IT4(: is not

giving importance to the talent and giving importance only to references.

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.(urbindo pharmaceutical has been adopting fle0ible recruitment policy


1. $ery true 2 2


. #artly true )2 )2

3. 'ot true

Total 122 122

Interpretati'n 2

(fter survey it has been found that almost all the employees of (D%@I'7O

#(%("(4;DITI4(: feels that organization in followed fle0ible recruitment policy

which is a good sign for the organization. Only 1K of the employees feel that there is

same recruitment policy for all types of 6obs. This data reveals that (D%@I'7O

#(%"(4;DTI4(: has fle0ible recruitment policy. ence it is considered as a ma6or

wor/.

!.7oes organization conduct wal/*in*interview, 6ob fair, company interviews


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1. $ery true B B

). "ostly true )2 )2

. #artly true )2 )2

3. 'ot true

Total 122 122

Interpretati'n2

(bove half of the respondents said that the organization is not conducting any 6ob fair

and campus interviews. Only BK of the employees said that it is very true about

conducting the campus interviews. >rom the above analysis it is understood that

organization is not giving any career opportunity to the college students not interested

in conducting any campus interviews.

B.(re you satisfied with the recruitment procedure in the company

11)


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"lN'Opti'ns N''+ resp'ndents Percenta,e

1. Ees B B

). 'o 1 1

. #artly true 1B 1B

3. 'ot true

Total 122 122

Interpretati'n2

Overall rate of satisfaction is being seen in the employees of (D%@I'7O

#%"(4;DIT4(: regarding the recruitment process. BK of the respondents say yes

and only 1K of the employees are not satisfied with the recruitment process. ere, it

e0plains that the (D%@I'7O #(%("4;DITI4(: is giving its best in recruiting the

employees.

.Is 4ompany attracting retaining talent through its effective recruitment policy

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1. $ery true 3 3

). "ostly true 32 32

. #artly true 12 12

3. 'ot true B B

Total 122 122

Interpretati'n2

>rom the above analysis it is observed that the company has been attracting and retaining

the candidates through its effective recruitment process, it is agreed by most of the

respondents. 3K of the employees say its very true, 32K of the employees say it is

mostly true, 12K of the employees say it is partly true and BK of the respondents say it is

not true. They believe that manpower is the basic pillars for the organization.

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sources


1. $ery true 2 2

). "ostly true ) )

. #artly true 1B 1B

3. 'ot true 12 12

Total 122 122

Interpretati'n2

The management of the (D%@I'7O #(%"(4;DTI4(: prefers to recruit the people

through e0ternal sources. 2K of respondents said it is very true, )K said as mostly

true, 1BK said as partly true and very few people accepted that it is not true. In view of

the above response employee opinion is satisfactory.

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1. $ery true B B

). "ostly true 1B 1B

. #artly true 12 12

3. 'ot true 2 2

Total 122 122

Interpretati'n2

>rom the above analysis, 4ompany prefers for the e3ducated people, BK of the

respondents said it is very true. 1BK said it as mostly true, and 12K of the respondents

agreed as partly true. >rom the response of the employees, the above data reveals that

the priority of educational qualification in selection process is strictly implemented by

the organization according to this we can understand that (urbindo pharmaceutical

believes more the employees who are already e0isting rather than fresh employees.

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11.rom the above analysis, !K of respondents e0pressed their view as very true, !K

mostly true, and )K of the employees e0pressed that it is not true, that means for

organization is giving chance to e0perience candidates. 4ompany is opening doors for

only the e0perience candidates.

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1).ow the modern sources and techniques of recruitment are using in the recruitment

process


1. ;0cellent 2 2

). >air 2 2

. =ood 1B 1B

3. #oor

Total 122 122

Interpretati'n2

"ost of the people agree that the modern sources and techniques in recruitment process

of the organization as fair to them. 9K respondents said it as e0cellent, and K said it as

good and very few said it as poor.

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1.ow often does the recruitment process will be conducted in the organization


1. Occasionally

). "onthly )B )B

. Juarterly 1B 1B

3. Eearly

Total 122 122

Interpretati'n2

"ost of the respondents agreed that recruitment process is to be conducted monthly in

the organization and K feels to be conducted occasionally and 1BK says that it is to be

conducted quarterly, and very few responded as yearly. >rom the above analysis it is

cleared that the recruitment process is conducted frequently in the organization.

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13.Is your organization is using any selection agencies or consultancy


1. Ees

). 'o )B )B

. Ees true 1B 1B

3. 'ot true

Total 122 122

Interpretati'n2

>rom the above analysis it is clear that, most of the respondents agreed that the

organization is using selection agencies and consultancies in order to find out the right

person to the right 6ob. )BK of the respondents said it as no and 1BK of the respondents

said it as yes true, and only K said it as not true.

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1.7oes the organization appoint any representatives who ma/e the people /now about

the vacancies in the organization


1. Ees 93 93

). 'o

. #artly Ees ) )

3. #artly 'o 1 1

Total 122 122

Interpretati'n2

Overall 93K of the employees e0pressed that (D%@I'7O #(%("4;DTI4(:

has appointed representatives who ma/e people to /now about vacancies in the

organization, K feels that it as no and remaining )K said it as partly yes and 1K

responded as partly no. In view of the above observation it is inferred that

organization has appointed its representatives to ma/e the people to /now about the

vacancies in the organization.

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1!.


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1B.


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1.ow does your organization will specify the employee specification


1. #hisical 3B 3B

). ocial B B

. @ehavioral 12 12

3. (ll the above ! !

Total122 122

Interpretati'n2

"a6ority of the employees revealed that the (D%@I'7O #(%"(4;DTI4(: is

specifying employee specification by its physical source, BK responded as it as

social sources, 12K responded it as behavioral, and remaining !K responded it as all

the above. >rom the above analysis it is clear that the organization is specifying

employee specification by its physical sources.

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19.rom the above analysis it is clear that communication s/ills is

required for (D%@I'7O #(%"(4;DTI4(: for recruiting an employee.

)2.


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1. %7 !! !!

). 4oncerned head of the department 1! 1!

. =eneral "anager 1! 1!

3. /ill required ) )

Total122 122

Interpretati'n2

>rom the above analysis, !!K of respondents responded that final interviews in the

organizations are conducted by %7, 1!K responded that it is held by concerned

head of the department, remaining 1!K felt that it was conducted by =eneral

"anager. >rom the above analysis, it is clear that final interviews in (D%@I'7O

#(%"(4;DTI4(: are conducted by %7.

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Chapter 9

"UAR# AN! "U44E"TION"

%ecruitment represents the first contact that a company ma/es with

potential employees. It is through recruitment that many individuals will come to

/now a company, and eventually decide whether they wish to wor/ for it. ( well

planned and well managed recruiting effort will result in high quality applicants.

The recruitment process should inform qualified individuals about employment

opportunities, create a positive image of the company. ( recruiting programme

helps the firm in attract highly qualified and competent people. ;nsure that the

selected candidates stay longer with the company ma/e sure that there is match

between cost and benefit.

The role of selection in organizationFs effectiveness is crucial for at least,

two reasons. >irst wor/ performance depends on individuals. The best way to

improve performance is to hire people who have the competence and the

willingness to wor/. econd, cost incurred in recruiting and hiring personnel

spea/s volumes about the role of selection.

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(urobindo #harma is a fast trac/ integrated pharmaceuticals company head quartered in

yderabad, India, producing and mar/eting some of the most quality conscious (ctive

#harmaceutical Ingredients +bul/ actives- intermediates and specialty generic

formulations. In ran/s among the top pharmaceuticals in India and is a multi product,

multi technology, transactional company. Today the company5s products are serving

consumers in India and over 122 other countries.

The pro6ect report has five chapters. The first chapter e0plains the

theoretical framewor/ wor/ on recruitment and selection. The second chapter

reveals in detail the methodology adopted and it also enumerates precisely the

ob6ective and limitations of the study .The third chapter deals briefing of the study

of service sector industry and the organization. The fourth chapter presents the

analysis and interpretation of the data collected to questionnaires. The fifth chapter

narrates the findings and the conclusions for the topic.

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FIN!I4" OF THE "TU!#

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@ased on the information collected from the sample size of )2 respondents the following findings are

ascertained from the above analysis interpretation

"ost of the respondents have completed 12* years of service in the organisation and are post

graduates and have good educational bac/ground.

"a6ority of the respondents are assistant mangers, enior Officers and 7eputy "anagers.

"a6ority of the respondents are satisfied with the recruitment programmes conducted.

(ll the respondents felt that there is an improvement in the wor/ area after completion of

recruitment

(ll the respondents agreed to the fact that training improves their s/ill /nowledge and also

supports their future personal requirements.

"ost of the respondents recommended more number of recruitment programmes which would be

helpful in their wor/ area and which improves their efficiency.

"U44E"TION"

1. (urobindo pharma ltd can conduct campus interviews to get potential candidates to the

organization.

). 7epending upon the 6ob description (urobindo pharma ltd can ta/e graduates.

. (urobindo pharma ltd can motivate internal employees with promotions and good increments.

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3. (urobindo pharma ltd. can recruit and select fresh candidates depending upon their s/ills and

/nowledge. o that they can get a chance to prove themselves.

. ome online methods should be adopted in order to reduce the time and cost of recruitment and

also to improve the quality of selection process in the organization.

CONCLU"ION

%ecruitment is the process of searching for prospective employee and stimulating

them to apply for 6ob. In (urobindo, the recruitment process is as followsA ( citizen of

India.

ources of recruitmentA In (urobindo the following are the some of the sources of

recruitment i.e.employement e0change as per the provision of the employment e0change

(ct*199. through advertisement in the press. 4ampus interviews process.

election it is the process of ascertains the qualification e0perience, s/ills, /nowledge

etc.of an applicant with view of appraising his suitable to a 6ob. 7ifferent organizations

have different types of selection methods followed.

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/I/LO4RAPH#

uman %esource "anagement Industrial %elations

* "I%(

uman %esource and #ersonnel "anagement P 7essler

anusha project 001

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